A Quote by Richard Branson
If you are a new startup company, try not to arouse the interest or suspicion of your competition; especially if they are a bigger company. They can crush you while you are still in your startup phase. Lie low while still strengthening your bottom line.
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You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.
For a startup to overcome obstacles and succeed, it must foster limitless thinking. By hiring students into their first career job, you get to set their framework for how a company functions and instill them with your values for your company's culture.
As great as you believe your new product or company is, the world got along just fine without you. The greatest competition every startup faces is convincing consumers that there is a better solution to the problems that vex them.
Venture capital is about capturing the value between the startup phase and the public company phase.
Just for a while": Death's opening chat-up line in His great seduction, before he drugged you with soporific comforts, distracted you with minor luxuries and ensnared you with long-term payment plans. Join the Rat Race "just for a while." Concentrate on your career "just for a while." Move in with your girlfriend "just for a while." Find a bigger place, out in the burbs "just for a while." Lie down in that wooden box "just for a while.
There is never a time in a company's history when cost control can be relegated to the back burner, but for a startup company, keeping costs low is a vital necessity.
For a long time, I've ranted against naming your startup community 'Silicon Whatever.' Instead, I believe every startup community already has a name. The Boulder startup community is called Boulder. The L.A. startup community is called L.A. The Washington D.C. startup community is called Washington D.C.
Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand; your task is the same.
Valuations are actually quite simple to grasp. A company is only worth what two acquirers are willing to pay for it. Don't you just need to find that one buyer? If there is only one potential company interested in buying your startup, chances are you won't be hearing the word 'billion' in the offer.
If you're a small startup considering selling your company, there's definitely far worse places to work than Facebook.
I had started at a small startup as a big-company guy. Now I was leaving a big company as a small-startup guy.
Whether you lead an early-stage startup or a well-established company, it is critical to challenge yourself and your team to prepare for the next disruptive force - be it a shift in the market, a new consumer trend, or a competing innovation.
If you have an idea that you can't get out of your head, do a startup. Otherwise join a startup.
One thing I never thought about in my big-company job? Cash flow. When your business has billions of dollars in revenue, you can make a lot of mistakes and still have a viable business. But in a startup, make a few hiring mistakes, and you can find yourself in real jeopardy fast.
When a state offers your company an attractive package of incentives to relocate, you have to look at it, and if it significantly boosts your bottom line, you have to take it or answer to your investors.
Developing a good, healthy culture is extremely important at a startup. Culture reflects the essence of a startup's operation because it directly affects the success of a company's hiring practices and overall strategy.
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